*** ******** ** ** . *******, NC, ***** . 910-***-**** Cell 910-***-****.

acovyj@r.postjobfree.com

Robert A. Pereschuk

Qualifications for Operations / Plant Management / Logistics

Dynamic, customer-focused professional equipped with 20+ years of

experience in operations management, driving successful plant start-ups and

turnarounds in the US, Mexico, and China. Assertive leader who is

motivated by challenge; exhibits an exceptional work ethic and possesses a

track record of surpassing aggressive goals to build world-class

organizations. Well-organized, detail-oriented project manager with

demonstrated abilities in coordinating the entire product lifecycle from

development to production. Creative, resourceful problem solver adept in

identifying and implementing process improvements to fuel top- and bottom-

line growth. Additional areas of expertise include:

Profit/Loss Inventory Control Lean Manufacturing Human

Responsibility Resources

Budget Value Stream Toyota Production Kaizen Team

Administration Mapping System (TPS) Building

Operational/Cost Material Account Management Training/Devel

Analysis Optimization opment

Quality Assurance Loss Prevention Customer Relations Safety

Regulations

Logistics

Selected Highlights

. Delivered $800,000 in annual savings for Goodyear Tire And Rubber Co.

by reducing pounds-per-tire friction waste loss by 60%. Reduced

material usage by $500,000 annually through work process

standardization. Improved on-time delivery of customer tickets from

80% to 100%.

. Initiated manufacturing at GST Autoleather's new plant in Mexico

within four months-six months ahead of schedule-which resulted in

significant impact labor savings. Yielded approximately $2 million in

yearly savings by introducing a continuous training program for

production and quality, which reduced PPM levels and material loss.

. Produced approximately $500,000 in annual savings for GST

Autoleather's China operations by increasing the material shipped per

cargo container by 150%, which reduced the number of containers and

shipments required.

. Orchestrated a successful operational turnaround of a GST Auto Leather

plant in Mexico, transforming a monthly deficit of $800,000 into a

profit of $240,000. Designed and introduced production line changes

that tripled productivity from .4 pieces to 1.2 pieces per hour and

increased material utilization improvement from 47% to 61%.

. Turn around operations in Texas Market (Reducing cost per carton $.05

thru elimination of waste using lean and Kaizen improvements)

. New Facility Startup in NC

Career Track

Manitowoc

Ops Manager 2011- Present

World Leader in Crane Manufacturing

. Manage Value Stream of Crane Fabrication

. Responsible for Division Safety

. Responsible for Full P&L and Department Operations

. Managed and led Team for Kaizen Events

. Responsible for 200 plus employees and 9 supervisors

. Increased efficiencies reducing OT, cost per man hour

. Improved quality results reducing cost of quality

FORWARD AIR SOLUTIONS

District Manager 2009-2011

Fortune 200 top Company

. Managed all Dock and PT functions

. Responsible for Full P&L and Facilities Operation

. Managed and Responsible for Terminal DOT Regulations

. Managed Fleet (17 Trucks /13 Trailers) and Maintenance Program

. Managed Startup and opened new Facility in NC

DHL EXPRESS - Worlds # 1 Express and Logistics Shipping Company (Operating

in over 220 countries worldwide)

Station Manage 2008-2009

. Managed all import/inbound and export/outbound.

. Responsible for full P&L and Facilities

. Zero OSHA Recordable

. Reinstated standard operating procedures meeting TSA/FAA and DOT

regulations.

Goodyear Tire and Rubber Co. - the world's #3 tire maker, operating

approximately 60 plants worldwide along with nearly 1,800 retail tire and

auto centers

Value Stream/Operations Manager 2006-2008

Directed all lean, value stream mapping, process improvement, quality,

safety, and waste elimination functions. Held responsibility for

departmental costs/budgets and P&L to deliver AOP of $30 million.

Purchased operating material.

. Implemented a 5S program to facilitate organized process layout and

optimal levels of materials, which improved efficiencies and labor

requirements, cutting monthly budgeted cost.

. Maintained department productivity, waste, and quality levels in face

of adverse situations, including a union pre/post-strike and plant

closure announcement.

. Met safety goals of zero OHSA recordable accidents.

GST Autoleather - the world's #3 automotive leather interior parts

manufacturer, with plants in the US, Mexico, China, and the Czech Republic

Plant Manager, Mexico Operations 2003-2006

Spearheaded site selection and operation start-up, including hiring and

training 300 employees as well as obtaining operation and environmental

permits, to manufacture in Mexico. Held full P&L responsibilities

administered an operations budget of approximately $300 million per year.

Directed the plant operations of a 102,000 square foot facility with 720

employees.

. Obtained QS/ISO certification for the plant within the first six

months of operations on the first QS/ISO audit.

. Led a Kaizen team project to improve the cut process, facilitating a

10% reduction in headcount (saving $700,000 annually) and decreasing

tooling costs by $300,000 per year.

. Fulfilled customer satisfaction metrics for on-time delivery and

reduced transportation, import, and export costs, which generated

estimated savings of $100,000 per year.

GST Autoleather - Continued

Director, China Operations 2001-2003

Orchestrated site selection and operations start-up in China. Coordinated

logistics between US and Asian markets. Managed all aspects of plant

operations, including staff training and development, vendor selection, and

material handling.

. Instituted quality training for processes and procedures, which

resulted in zero PPM for the Honda Japan program.

. Led a team to work with an international import/export company to

reach customer locations more efficiently, which decreased inventories

through expedited cycle times and greater inventory turnover.

Manager, Process Development and Improvement 1999-2001

Monitored and evaluated the production, cutting, material

handling/utilization, scheduling, and quality assurance processes in a

150,000 square foot plant in Mexico. Prepared and analyzed multimillion-

dollar budgets for operations, reviewed and approved capital expenditures,

and established cost controls for shipping, material handling, health, and

safety.

. Conducted time and workflow studies; spearheaded improvements to

eliminate wasted time, resources, and finances.

. Instituted and conducted training programs for staff and management

related to product knowledge, production, decision making, team

building, and employee evaluation/motivation.

. Instilled JIT and TPS principles to meet customer demands and fulfill

plant needs.

Product Manager 1997-1999

Provided lifecycle management, from product development to production, of

leather products at facilities in Pennsylvania and Maryland. Coordinated

the R&D process and product development meetings with internal staff and

customers, managed lab testing and the quality assurance process, and

guided the scheduling and production processes. Traveled extensively to

meet with suppliers and customers to develop and ensure timely SOP. Worked

with suppliers to identify equipment and materials compliant with OEM

specifications to facilitate and implement embossing processes.

. Managed multi-year contracts and relationships with major accounts

such as BMW, Honda, Isuzu, Nissan, and Suzuki.

. Built and supervised teams that developed a new, more cost-efficient

lamination process.

. Replaced the first step in sewing operations for seat manufacturing,

which played a role in increasing sales revenue.

Operations Manager, Cutting Division 1995-1997

Managed 300 employees, nine supervisors, and three shifts for leather

cutting operations at the Pennsylvania plant. Implemented QS 9000

standards and procedures. Worked with quotations for future product and

programs. Assisted with PPAP, FEMAS, and 8-D corrective actions.

. Increased hide/material utilization and overall productivity, reduced

production and material costs, improved product quality, and decreased

internal/external PPMs.

Plant Manager/Superintendent 1990-1995

Managed all plant and cutting operations for a Michigan-based, 120,000

square foot start-up production facility with two shifts, 300 employees,

and eight supervisors. Hired and trained staff for the new facility.

Developed and implemented a lamination process; managed additional R&D for

the process, handled all related product management duties, and facilitated

sales of the product. Directed layout and quotations for current and

future programs. Performed product management duties for Ford, GM, BMW,

Honda, Mazda, Suzuki, Isuzu, and Nissan. Trained the sales force on

product knowledge.

. Selected to serve as interim plant manager for two years and interim

human resources manager for one year.

Third-Shift Superintendent 1987-1990

Managed 200 employees, three supervisors, and all third-shift operations at

the Maryland facility. Guided programs for Ford, Chrysler, Honda, Toyota,

and GM.

First-Shift Supervisor, Cutting Operations 1985-1987

Oversaw all cutting operations, four supervisors, and 200+ employees at the

Maryland plant.

Credentials

Project Management Certificate

Lean Methodology Training

Kaizen Event Training

University Phoenix Arlington, TX - (Attending) - BS Business/Global

Business Management

Hagerstown Junior College and Jackson Community College - General Studies

New Horizon Computer Learning Center - Microsoft Office Training

CECC - STAT Matrix Training for FEMA, Budget Preparation Training,

Management and Supervision Training

Toledo Ohio University - APICS Inventory and Control Management Training

Toyota - TPS Training

Laredo Manufacturing Association - Former Business Member

Contact this candidate